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Emily Chantiri
In 2016, Mandy Hawtin was working two days a week for an Australian university in a supportive, family-friendly work environment. “When one of my three kids got sick, my manager would allow me to make up those days the following week, or the same week,” she says.
“My family lived interstate, so I had no-one to call on when I had a sick child.”
Sadly, the manager left, and the next manager did not allow her to swap days, instead instructing her to take annual or sick leave to cover any time off. Hawtin then went to HR for help.
“The HR policy allowed flexibility for part-time employees, but I required a form to be submitted by my manager who couldn’t be bothered to do the little admin to give me flexibility,” she says.
A few years later, Hawtin left after being refused a transfer to another department and because she wasn’t willing to work full-time. “I felt like I was pushed out. Another woman in our team who wanted to work part-time after maternity leave, was also told full-time or nothing,” she says.
For those in a similar situation, Hawtin – who now runs an organic skincare business – suggests finding another employer or look to transfer to another department.
Document concerns factually, with examples and dates, particularly if discussions with a manager or HR is required.
“There are plenty of supportive organisations and managers out there. I could have gone through HR and tried to improve my situation but, I felt it would have antagonised my manager, so I chose to leave. It wasn’t worth the stress.”
Hawtin’s case is far from unique. An October 2025 study from US recruitment firm, BambooHR revealed 47 per cent of employees who quit said they loved their job, but not their manager. Ninety per cent said their boss influenced their decision to leave.
In terms of management style, 58 per cent cited this as the primary reason they quit, up from 37 per cent in 2017. The data reported that half of Gen Z were most likely to quit over poor communication.
Performance coach Riaza Manricks from Reimagining Business says people rarely leave good jobs, they leave environments where expectations are unclear, feedback is ignored, or psychological safety is missing.
“From the business side, these issues are often invisible until good people walk out the door. From the individual side, leaving with a strategic exit plan often leads to improved wellbeing, confidence and career satisfaction,” she says.
Some common leaving reasons Manricks has witnessed include high performers leaving despite loving the role itself. “This creates a domino effect when one leaves, it gives permission for others within the team, who then feel free to leave.”
Others include people sticking it out too long out of loyalty or fear of the unknown, and individuals thriving once they move into healthier cultures with stronger leadership.
In two decades of recruitment, managing director and founder of Elite Executive, Eva Grabner has also seen a clear increase in people leaving roles due to poor leadership, particularly the years following COVID.
“What has shifted the most is openness. Candidates are far more comfortable acknowledging management issues, though they typically articulate this in measured, professional terms,” she says.
There is a significantly lower tolerance for poor behaviour, particularly among high performers who prioritise trust, psychological safety and sustainable leadership.
For those thinking of leaving she encourages a calm and strategic plan than an emotional response. The first step is to be clear on what the real issue is and whether it is behaviour, capability, values misalignment or a breakdown in trust.
Document concerns factually, with examples and dates, particularly if discussions with a manager or HR is required. Anyone feeling financially constrained, the focus should shift to reducing risk rather than reacting impulsively.
That may mean quietly preparing for a transition, updating your resume, having confidential conversations with a recruiter, building a financial buffer, all while remaining employed.
“Importantly, look after your professional reputation by remaining measured, respectful and solution focused to protect credibility and future prospects,” she says.
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